Transformation of operations

Companies have to evolve continuously to increase their competitiveness, reduce production lead times, introduce new products with a high level of quality... What's more, transformation has become a way of life for most companies. The need to transform is reflected in major efforts. Yet one in three plans fails to achieve its objectives. A pragmatic, down-to-earth approach helps to avoid the main pitfalls of transformation.

Our approach

We propose a 3-step adjustable methodology to define and implement a transformation plan:

1

Integration and analysis


Collective awareness of identified problems

  • Evaluating existing initiatives
  • Identify and formalize problems through interviews at all levels (from operator to division manager, including support functions).
  • Analyze data to determine root causes of problems
  • Share findings and generate awareness of problems identified by all teams

4 to 6 weeks

2

Mobilizing teams and defining the transformation plan

Mobilize teams to prepare the transformation plan

  • Deepen analysis if necessary
  • Convincing operational teams and support functions that transformation is possible
  • Align operational teams and support functions on common objectives
  • Define solutions based on levers / areas for improvement identified with all teams
  • Set up project governance (managers, mobilized teams, project reviews) to steer the transformation

4 to 6 weeks

3

Launching and implementing the transformation plan

Implement the transformation plan and monitor priority actions

  • Communicating the transformation plan to employees
  • Define action plans for each lever identified with teams and identify pilot projects
  • Strengthening the chain of command
  • Deploy solutions defined with operational teams in the field
  • Set up operational reviews to steer initiatives
  • Adjusting solutions

3 to 6 months

Our experience

Transformation of several industrial sites of an aircraft manufacturer

Production ramp-up plan: Diagnosis and implementation of Operational Excellence levers across all functions, internal workforce of 1,500 to 3,000 people

Transformation of a major player in the Ile-de-France transport sector

Simplify operational processes, optimize costs and improve service quality

Transformation of a division of a major defense player

Complete overhaul of the CODIR organization and main functions (Production, Quality, Industrialization, etc.), securing industrial operations in terms of deadlines and costs.

Transformation of a world leader in environmental services

Definition of a 3-year plan to generate savings and synergies between 4 branches of the organization

Contact us

David Dumery

David Dumery

Senior Partner
Raphael Larreur

Raphael Larreur

Senior Partner

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